管理学 第12版PDF电子书下载

PART ONE THE BASIS OF GLOBAL MANAGEMENT THEORY AND PRACTICE 3

1.Management：Science，Theory，and Practice 3

Definition of Management：Its Nature and Purpose 4

Managing：Science or Art？ 10

The Evolution of Management Thought 11

International Perspective：The Wisdom of Peter Drucker 14

Patterns of Management Analysis：A Management Theory Jungle？ 15

The Systems Approach to the Management Process 20

The Functions of Managers 24

The Systems Model of Management and the Organization of this Book 26

Summary 27

Key Ideas and Concepts for Review 28

For Discussion 28

Exercises/Action Steps 29

Internet Research 29

International Case：McDonald’s—Serving Fast Food Around the World 29

References 33

2.Management and Society：The External Environment，Social Responsibility，and Ethics 36

Operating in a Pluralistic Society 38

The Technological Environment 38

The Ecological Environment 38

The Social Responsibility of Managers 39

Ethics in Managing 42

Trust as the Basis for Change Management 47

Summary 48

Key Ideas and Concepts for Review 48

For Discussion 49

Exercises/Action Steps 49

Internet Research 49

International Case：Spirituality in the Workplace 50

References 51

3.Global，Comparative，and Quality Management 54

International Management and Multinational Corporations 55

Country Alliances and Economic Blocs 60

International Management：Cultural and Country Differences 62

Porter’s Competitive Advantage of Nations 67

Gaining a Global Competitive Advantage through Quality Management 67

Summary 72

Key Ideas and Concepts for Review 72

For Discussion 73

Exercise/Action Steps 73

Internet Research 74

Entrepreneurial Case：Starbucks—Quality Plus Social Conscious Sells Around the World 74

References 75

Part One Closing：The Basis of Global and Entrepreneurial Management 78

International Focus：China—The New Economic Giant 78

Entrepreneurial Focus：Silicon Valley and the Environment of Entrepreneurial Management 79

Global Car Industry Case：The Car Market in the New Europe 84

References 86

PART TWO PLANNING 91

4.Essentials of Planning and Managing by Objectives 91

Types of Plans 92

Steps in Planning 96

Objectives 99

Evolving Concepts in Management by Objectives 104

Summary 106

Key Ideas and Concepts for Review 107

For Discussion 107

Exercise/Action Steps 108

Internet Research 108

International Case：Developing Verifiable Goals 108

References 109

5.Strategies，Policies，and Planning Premises 111

The Nature and Purpose of Strategies and Policies 112

The Strategic Planning Process 113

The TOWS Matrix：A Modem Tool for Analysis of the Situation 117

Blue Ocean Strategy：In Pursuit of Opportunities in an Uncontested Market 120

The Portfolio Matrix：A Tool for Allocating Resources 121

Major Kinds of Strategies and Policies 122

Hierarchy of Company Strategies 123

Porter’s Industry Analysis and Generic Competitive Strategies 123

Premising and Forecasting 124

Summary 126

Key Ideas and Concepts for Review 126

For Discussion 127

Exercises/Action Steps 127

Internet Research 127

International Case：The Road Ahead for Shanghai Volkswagen 127

References 128

6.Decision Making 131

The Importance and Limitations of Rational Decision Making 132

Development of Alternatives and the Limiting Factor 133

Evaluation of Alternatives 133

Selecting an Alternative：Three Approaches 135

Programmed and Nonprogrammed Decisions 138

Decision Making under Certainty，Uncertainty，and Risk 139

Creativity and Innovation 140

Summary 143

Key Ideas and Concepts for Review 144

For Discussion 144

Exercises/Action Steps 145

Internet Research 145

International Case：Carrefour—Which Way to Go？ 145

References 146

Part Two Closing：Global and Entrepreneurial Planning 148

International Focus：A TOWS Analysis of the Competitive Advantages and Disadvantages of Germany 148

Entrepreneurial Focus：Writing a Business Plan for an Entrepreneurial Venture 152

Global Car Industry Case：The Daimler-Chrysler Merger：A New World Order？ 156

References 162

PART THREE ORGANIZING 167

7.The Nature of Organizing，Entrepreneuring，and Reengineering 167

Formal and Informal Organizations 168

Organizational Division：The Department 170

Organizational Levels and the Span of Management 170

An Organizational Environment for Entrepreneuring and Intrapreneuring 173

Reengineering the Organization 176

The Structure and Process of Organizing 178

Basic Questions for Effective Organizing 180

Summary 180

Key Ideas and Concepts for Review 181

For Discussion 181

Exercises/Action Steps 181

Internet Research 181

International Case：Reengineering the Business Process at Procter ＆ Gamble 182

References 183

8.Organization Structure：Departmentation 185

Departmentation byEnterprise Function 186

Departmentation by Territory or Geography 188

Departmentation by Customer Group 189

Departmentation by Product 190

Matrix Organization 190

Strategic Business Units 192

Organization Structures for the Global Environment 194

The Virtual Organization 195

The Boundaryless Organization 196

Choosing the Pattern of Departmentation 196

Summary 197

Key Ideas and Concepts for Review 197

For Discussion 198

Exercises/Action Steps 198

Internet Research 198

International Case：The Restructuring of Daimler-Benz 199

References 200

9.Line/Staff Authority，Empowerment，and Decentralization 202

Authority and Power 203

Empowerment 204

Line/Staff Concepts and Functional Authority 205

Decentralization of Authority 206

Delegation of Authority 207

The Art of Delegation 207

Recentralization of Authority and Balance as the Key to Decentralization 209

Summary 210

Key Ideas and Concepts for Review 211

For Discussion 211

Exercises/Action Steps 211

Internet Research 212

International Case：Ford’s European Organization Changes Strategy 212

References 213

10.Effective Organizing and Organization Culture 215

Avoiding Mistakes in Organizing by Planning 216

Avoiding Organizational Inflexibility 217

Making Staff Work Effective 218

Avoiding Conflict by Clarification 219

Ensuring Understanding of Organizing 221

Promoting an Appropriate Organization Culture 223

Summary 226

Key Ideas and Concepts for Review 226

For Discussion 227

Exercise/Action Steps 227

Internet Research 227

International Case：Restructuring at Korea’s Daewoo 227

References 229

Part Three Closing：Global and Entrepreneurial Organizing 230

International Focus：Organizing for Quality Service in Europe，North America，and Japan 230

Entrepreneurial Focus：Legal Forms of Organization and Intellectual Property of New Ventures 231

Global Car Industry Case：How the Lexus Was Bom—and Continued Its Success in the United States，but will Lexus Succeed in Japan？ 235

References 237

PART FOUR STAFFING 241

11.Human Resource Management and Selection 241

Definition of Staffing 242

The Systems Approach to Human Resource Management：An Overview of the Staffing Function 242

Situational Factors Affecting Staffing 247

Selection：Matching the Person with the Job 252

The Systems Approach to Selection：An Overview 252

Position Requirements and Job Design 253

Skills and Personal Characteristics Needed in Managers 255

Matching Qualifications with Position Requirements 256

Selection Process，Techniques，and Instruments 258

Orienting and Socializing New Employees 262

Managing Human Resources While Moving Toward 2020 263

Summary 263

Key Ideas and Concepts for Review 264

For Discussion 265

Exercises/Action Steps 265

Internet Research 265

International Case：Trials and Challenges for Mr.Barrett at Intel 266

References 266

12.Performance Appraisal and Career Strategy 268

Choosing Appraisal Criteria 269

Appraising Managers against Verifiable Objectives 270

Appraising Managers as Managers：A Suggested Program 274

A Team Evaluation Approach 276

Application of Performance Review Software 277

Rewards and Stress of Managing 277

Formulating the Career Strategy 279

Summary 284

Key Ideas and Concepts for Review 284

For Discussion 285

Exercises/Action Steps 285

Internet Research 285

International Case：Woman CEO Manages by the Textbook 286

References 286

13.Managing Change through Manager and Organization Development 288

Manager Development Process and Training 289

Approaches to Manager Development：On-the-Job Training 291

Approaches to Manager Development：Internal and External Training 293

Evaluation and Relevance of Training Programs 296

Managing Change 297

Organizational Conflict 299

Organization Development 300

The Learning Organization 302

Summary 303

Key Ideas and Concepts for Review 304

For Discussion 304

Exercises/Action Steps 304

Internet Research 304

International Case：Jack Welch Leading Organizational Change at GE 305

References 306

Part Four Closing：Global and Entrepreneurial Staffing 308

International Focus：Training and Development for the Global Market：The German/European Model 308

Entrepreneurial Focus：Attracting Talent for the High Intensity Venture 311

Global Car Industry Case：Meet the CEOs of Car Makers 313

References 316

PART FIVE LEADING 321

14.Human Factors and Motivation 321

Human Factors in Managing 322

Motivation 324

An Early Behavioral Model：McGregor’s Theory X and Theory Y 324

Maslow’s Hierarchy of Needs Theory 326

Alderfer’s ERG Theory 327

Herzberg’s Motivation-Hygiene Theory 328

The Expectancy Theory of Motivation 329

Equity Theory 331

Goal Setting Theory of Motivation 332

Skinner’s Reinforcement Theory 333

McClelland’s Needs Theory of Motivation 334

Special Motivational Techniques 335

Job Enrichment 338

A Systems and Contingency Approach to Motivation 339

Summary 340

Key Ideas and Concepts for Review 340

For Discussion 341

Exercises/Action Steps 341

Internet Research 342

International Case—Managing the Hewlett-Packard Way：Will It Continue？ 342

References 343

15.Leadership 346

Defining Leadership 347

Ingredients of Leadership 348

Trait Approaches to Leadership 349

Charismatic Leadership Approach 350

Leadership Behavior and Styles 351

Situational，or Contingency，Approaches to Leadership 357

Transactional and Transformational Leadership 361

Summary 363

Key Ideas and Concepts for Review 363

For Discussion 363

Exercises/Action Steps 364

Internet Research 364

Entrepreneurial Case—Profiles of Two Visionaries：Bill Gates and Steve Jobs 364

References 366

16.Committees，Teams，and Group Decision Making 369

The Nature of Committees and Groups 370

Reasons for Using Committees and Groups 371

Disadvantages and Misuse of Committees 373

Successful Operation of Committees and Groups 374

Additional Group Concepts 375

Teams 378

Conflicts in Committees，Groups，and Teams 379

Summary 379

Key Ideas and Concepts for Review 380

For Discussion 380

Exercises/Action Steps 380

Internet Research 381

International Case—To Merge or Not to Merge：That Is the Question for HP，Compaq，and CEO Fiorina 381

References 382

17.Communication 384

The Purpose of Communication 385

The Communication Process 386

Communication in the Organization 388

Barriers and Breakdowns in Communication 393

Toward Effective Communication 396

Electronic Media in Communication 399

Summary 401

Key Ideas and Concepts for Review 402

For Discussion 402

Exercises/Action Steps 402

Internet Research 403

International Case：Could the Challenger Accident Have Been Avoided？ 403

References 404

Part Five Closing：Global and Entrepreneurial Leading 406

International Focus：Leading in Different Cultures 406

Entrepreneurial Focus：Traits of Entrepreneurial Leaders and Communicating with the Elevator Pitch 409

Global Car Industry Case—Leadership at Ford：With Bill Ford in the Driver Seat，Which Way Will He Drive？ 411

References 412

PART SIX CONTROLLING 417

18.The System and Process of Controlling 417

The Basic Control Process 418

Critical Control Points，Standards，and Benchmarking 419

Control as a Feedback System 422

Real-Time Information and Control 423

Feedforward，or Preventive，Control 424

Control of Overall Performance 427

Profit and Loss Control 428

Control through Return on Investment 429

Management Audits and Accounting Firms 429

Bureaucratic and Clan Control 430

Requirements for Effective Controls 430

Summary 432

Key Ideas and Concepts for Review 433

For Discussion 433

Exercises/Action Steps 434

Internet Research 434

International Case：Wal-Mart in America and Around the Globe 434

References 437

19.Control Techniques and Information Technology 439

The Budget as a Control Device 440

Traditional Nonbudgetary Control Devices 441

Time-Event Network Analyses 441

Information Technology 445

The Use of Computers in Handling Information 447

Opportunities and Challenges Created by Information Technology 449

The Digital Economy，E-Commerce，and M-Commerce 452

Summary 455

Key Ideas and Concepts for Review 456

ForDiscussion 457

Exercises/Action Steps 457

Internet Research 457

Entrepreneurial Case：Can eBay’s Success Continue？ 457

References 458

20.Productivity，Operations Management，and Total Quality Management 460

Productivity Problems and Measurement 461

Production and Operations Management：Manufacturing and Service 462

Quality Measurement in the Information Age 463

The Operations Management System 463

Tools and Techniques for Improving Productivity 468

Supply Chain and Value Chain Management 475

Summary 476

Key Ideas and Concepts for Review 476

For Discussion 477

Exercises/Action Steps 477

Internet Research 478

International Case：Toyota’s Global Production Strategy 478

References 480

Part Six Closing：Global Controlling and Challenges and Entrepreneurial Controlling 482

International Focus：The Future of Global Management 482

Entrepreneurial Focus：Managing for Rapid Growth and Liquidity Events 486

Global Car Industry Case：What Future Car Do You Want？ 489

References 489

Appendix A—Summary of Major Principles or Guides for the Managerial Functions of Planning，Organizing，Staffing，Leading，and Controlling 491

Appendix B—Management Excellence Survey 501

Name Index 511

Subject Index 517